pah_trustees_annual_report

Year ended 31 March 2013
www.pah.org.uk
Trustees’
Annual
Report

Princess Alice Hospice
ourcontents
Chairman and Chief Executive introduction 2
Medical care 4
Community care 6
In-patient care 8
Day-patient care 10
Therapeutic care 12
Social work, chaplaincy and bereavement care 14
Education 16
Raising essential funds 18
Retail 20
Working together 22
Our key objectives for 2013/14 24
Financial summary 26
Structure, governance and management 28
Independent auditor’s report 34
Financial statements 35
Who’s who? 46
A special thank you 48
71
Our vision, mission and values
Our vision
Together we will inspire and deliver innovative palliative and end of life care to help patients,
families and carers feel better, do more, and cope with death and dying.
Princess Alice Hospice is here to provide free, holistic palliative care for patients with advanced illness
and those approaching the end of their lives.
We aim to enable all patients to have the best possible quality of life to the end, responding quickly
to their needs and wishes. We recognise that family, carers and close friends have needs of their own
and we are here to provide them with support, comfort and advice at every stage of illness and
after death.
Through our education and research activities we also work to improve end of life care.
Founded by our local community, fundraising and community support are crucially important to our
continued work as a charity.
Our mission
Our values
Respect, compassion and knowledge are our key values. They help us to understand the unique
needs of each patient and their family and carers, remain responsive and caring, and ensure we
remain a centre of excellence delivering high-quality care.
All the images used in this report are of actual Princess Alice Hospice staff, volunteers and patients and they have given consent.
By being able to be part of Hospice communications and help to spread the word of the Hospice, patients often feel it is a fitting way
to say thank you for the care they have received.
“We recognise that family, carers and close friends have
needs of their own and we are here to provide them with
support, comfort and advice at every stage of illness...”
Shelagh Drewett, Volunteer

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73
Chairman and chief executive introduction
Chairman and Chief
Executive introduction
We have achieved a great deal over the past year as teams across the Hospice begin
to implement our five year strategy.
We also said farewell to Peter Munday, who was one of the
founding trustees in 1980 and a previous Chairman for 10
years. We have recruited three new members - Jeannine
Nolan, Professor Sean Hilton and Sean Watson – who,
combined with the expertise and experience of the existing
members, form an incredibly strong Board of Trustees that
reflects the high standing we have in our local community.
This year will see further change to the Board, as Nicholas
stands down as Chairman after seven years and Ian Elder
takes over the Chairmanship at our AGM in September.
Nicholas will remain a member of the Board of Trustees.
The Hospice is in a strong position and it is evident that
staff and volunteers share our enthusiasm to drive forward
with the ambitious plans within the strategy.
Nicholas Woolf,
Chairman
Whilst there is a degree of uncertainty within the health
sector as government changes are implemented and the
new Clinical Commissioning Groups take up the reins, the
Board of Trustees and Senior Management Team have
been keen to ensure that the Hospice continues with
business as usual but with a strong emphasis on preparing
for the future. It is clear that now, more than ever, we
need to ensure our finances are healthy and that we are
prepared and able to maximise any new opportunities
that arise.
We have made a deliberate
decision to invest in new models
of care and to support innovative
approaches to delivering this care
in the community. This has seen us
further develop our night nursing
service and introduce a new service
to respond to patients and families
facing crisis situations.
We are trialling the use of new technology and remote
working to ensure that our nursing teams can spend more
time in the community with their patients and are looking
at ways that technology can aid our medical teams at the
Hospice.
We provide care and support for the whole family and one
of the ways we can make a big difference is in helping to
ease any financial worries, so we have recruited two new
Welfare Benefits Advisors to offer practical advice and
ensure our patients and their families receive the benefits
to which they are entitled.
Education is one of our key charitable objectives. We
are committed not only to providing quality care to
our patients but to enhancing care provided by other
organisations within our catchment area and beyond. We
are very proud to have been selected as one of only eight
regional centres for Gold Standard Framework training for
care homes, providing a national quality standard for end of
life care. This demonstrates just one of the areas in which
we are forging relationships with partner organisations to
deliver high quality end of life care and support, delivering
care when it matters, where it matters.
Our Retail Division has made a net contribution to the
costs of our care and support of more than £1 million this
year - an amazing feat in light of the tough high street
retail environment in which they are competing and a
testament to the high quality donations and support that
the shops receive from our local community.
As a charity, we are dependent on
this community support and we
have not been disappointed. Over
the last year we have had more
participants signing up to our
community fundraising events, such
as our marathons and skydives,
despite the difficult economic
climate and we have had more
people donate their time and energy
to volunteer for us.
We would like to take this opportunity to thank all of
the staff, trustees and volunteers for their on-going
dedication and commitment which enables Princess Alice
Hospice to continue providing care and support to our local
community.
The past year has also seen changes to the Board of
Trustees and senior Hospice staff. We said goodbye to Dr
Caroline Lucas, who retired as Medical Director. Caroline
has cared for and supported many thousands of patients
and families during her career and mentored many
colleagues who benefited greatly from her passion for
palliative care, her compassion and professionalism.
Nicki Shaw,
Chief Executive

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75
Medical care
and frees up consultant time, so they can help
more patients in the community.”
As well as leading the medical care of patients
staying in our In-patient unit or attending our day
hospice, our consultants have been working closely
with multi-professional team colleagues to design
a new model of care for patients at home. Craig
explains: “This will allow specialist members of the
professional team to provide the same intensive,
enhanced support and care to patients in their own
home as they would receive if they were on the
Hospice’s In-patient unit”.
Education and training form a large part of the
consultants’ role. They have supported the training
and supervision of numerous doctors, including
six-week placements of GPs from the University
of Maastricht in the Netherlands. Craig says: “It’s
not unusual for us to have at least one or two extra
doctors here on tasters or placements as part
of their training. We want other professionals to
develop the knowledge, skills and attitudes needed
to improve standards of palliative and end of life
care. We are keen that the good practice here is
disseminated.”
Members of our consultant team hold key roles in
local, regional and national networks, including a
recent external appointment to a University Ethics
Committee post at the University of Surrey. The
team regularly present and publish their research
in peer-reviewed journals, achieving national
and international recognition and recently had
five research posters accepted for the European
Association of Palliative Care conference.
Princess Alice Hospice is a centre of excellence for palliative care.
Our team of seven highly-trained consultants offer collective expertise
unrivalled by most other palliative care providers. They enable patients
to have the best possible quality of life by using personalised treatment
plans to relieve pain and other symptoms. As well as providing expert
medical care and advice, our consultants share their knowledge by
offering training, education, and playing key roles in local, regional and
national networks.
As we live longer, our care needs become
increasingly challenging and greater numbers of
people will need support living with life limiting
and life threatening conditions. Medical Director
Dr Craig Gannon explains that the Hospice is
committed to finding new models of care so that
we can meet the needs of increasing numbers of
patients. An example is the recent appointment of
a new speciality doctor.
He says: “Having someone in post has already
made a huge difference. It provides additional
flexibility and continuity for our patients as the
post is a full-time role at the Hospice. This allows
the medical team to better meet peaks in demand
Key achievements
“We know how important food is to
our patients and those who care for
them. Eating can become difficult when
someone is ill and so we work hard
as a team to ensure they get the best
nutritional care.”
Dr Eleni Tsiompanou,
Nutritional Specialist
7 consultants make up
our medical team
2,730 new patients
were referred
21 -102 was the age
range of our patients
L to R – Alan, Head Chef; Eleni, Doctor and Nutritional Specialist;
Amanda, Specialty Doctor; Ken, patient; Craig, Medical Director;
Anitia, Doctor

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77
Community care
Princess Alice Hospice has one of the largest teams of clinical nurse
specialists in the UK, caring for more than 800 patients at any one time.
Working closely with local healthcare professionals, our experienced
nurses provide specialist care management, symptom control, practical
advice and emotional support, seven days a week.
It’s been a busy year for our community team in
which delivering core business alone has been
a key achievement. However, the team is also
taking a proactive approach to services and a
great deal of preparation and planning has been
taking place to develop our care packages and new
models of care delivery. Director of Patient Care,
Community Services and Strategic Development,
Lesley Spencer explains: “Our goal is to remain
patient centred by having the right person in
the right place at the right time. We’re aiming to
ensure we offer the best possible patient and carer
experience by providing the highest quality of care
delivery.”
One of the most significant developments has
been the expansion of the night nursing service
following its pilot last year. By increasing the
permanent and bank staff, we are now able to
offer around 46-50 nights per month – quite a
jump from the four nights per month we were
initially able to support.
We also introduced a new service to respond to
patients and families facing crisis situations, which
has proved to be extremely effective. Our clinical
nurse specialist takes care of urgent referrals. She is
able to visit most patients in their own home within
4-5 hours, and 50 percent of patients are seen
within 1-2 hours. Lesley says: “Of the 78 patients
we visited as part of this crisis response pilot, none
were admitted to hospital. Not only is this a cost-
effective service, it has meant that 75 percent
of patients who were supported by this service
achieved their preferred place of death – at home.
We have had specific praise for the flexibility,
responsiveness, timeliness, and support offered
through this service.”
There has been a continuing emphasis on
implementing smarter working practices. As
part of this, we have been trialling the use of
electronic tablet computers in order to improve
our engagement with patients. We’ve also been
evaluating working through satellite bases, in
order to minimise travelling time and maximise the
number of visits we are able to make.
Our latest development focuses on delivering
more specialised care to more people in their
own homes. This new model builds on the care
already provided by our community nurses but also
includes more specialist medical care and support.
In line with the Hospice strategy, our overall aim
is to respond to the changing needs of patients,
families and carers, help patients live life to the full
and, when the time comes, to die in their place
of choice.
Key achievements
2,724 patients have been
cared for in their own homes
by Princess Alice Nurses
8,482 visits have been
made to patients in their
homes
50,067 phone calls have
been made to support
patients, their families and
carers by our nurses
Andrea Kapo, Senior Healthcare
Assistant, experienced first-hand
the difference a Princess Alice
Nurse can make when her father’s
health deteriorated.
“I remember the day that Dad was discharged home
from hospital for end of life care. I was greeted by
Bev, a Princess Alice Nurse, as we arrived home in the
ambulance during the early evening. Bev was organised,
natural, she made everything happen.
“We had things in place and just three days later Dad
died, I know that we did the very best for him. Bev left a
lasting impression on me that will stay with me forever.
Despite both working at the Hospice, I had not met her
in advance of benefiting from her skill and experience.
Now when I see her I feel a real connection. She came
along and scooped me up when I needed it, just as I had
needed to scoop up my family.”

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79
In-patient care
668 patients were cared
for in our In-patient unit
266 patients returned
home – most were
admitted for symptom
control or respite care
12.4 days is the
average length of time a
patient stays
open days. This has resulted in 14 new nursing
appointments with the whole ward supporting
the campaign. “Our nurses really helped to make
it a success,” Del says. “Many of them were at
the open days talking to the potential recruits and
offering tours of the Hospice. Some of the nurses
also featured in a recruitment video where they
talked passionately about the Hospice and why
they love working here. That was really lovely
to hear.”
The need to recruit a significant number of staff
also gave us a chance to review existing shift
patterns. We knew that some of our nurses
struggled with the combination of day and night
duty and some cited this as the reason for leaving
or changing departments.
Del says: “Introducing a new ‘predominantly nights’
post for Health Care Assistants (HCA) and Senior
Nurses has helped to address this problem and,
as part of the recruitment campaign, we have
successfully recruited some fantastic nurses who
want to work solely nights because it suits their
home life. So everyone is happier.”
The nurses and HCAs we have recruited bring a
variety of skills and experience that will help to
enrich our nursing team. Some are newly qualified
with all the energy and enthusiasm that comes
at the start of a career and some have extensive
nursing experience from a variety of specialities.
Throughout the recruitment process occupancy
rates remained high and we were proud to have
sustained 86% occupancy over the year. Del
says: “Although it has been a challenging time,
the nursing team has remained positive and really
pulled together which has been great to see.”
Our highly trained specialist doctors and nurses bring a wealth of skills
and knowledge to caring for patients staying at the Hospice. A patient’s
time with us can give carers and families a much needed break from the
often exhausting responsibility of caring for a loved one. By managing
distressing physical symptoms and addressing complex psychosocial
issues, we aim to give our patients the best possible quality of life, while
providing carers and families with the support they need to help them
cope with death and dying.
The In-patient unit faced a challenging year last
year, with staff shortages stretching our nursing
teams. Yet despite these challenges, the nursing
teams pulled together and continued to deliver
the high quality care that we pride ourselves on
delivering.
“The demand for beds on our ward continues to
grow and so, when we were faced with a significant
number of vacancies, we knew we had to act
quickly to ensure we had the nurses we needed
to continue to be able to care for our patients,”
explains Del, the Ward Manager.
The In-patient unit held a very successful
recruitment campaign featuring a series of
“On my first morning on the ward, I
was asked what I wanted for breakfast.
I joked that I would have a full English
and they asked how I wanted my eggs.
I couldn’t believe it. It’s better than I get
at home. They’re just brilliant here.”
Ken, patient
Key achievements
L to R – Jane, Ward Tea Volunteer; Del, Ward Manager;
Ken, patient; Irene, Senior Staff Nurse; Maria, Housekeeping Staff

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711
Day-patient care
Open every week day, the Day Hospice is the hub of our out-patient
clinics, therapeutic care and a range of activities that help patients
to manage their symptoms, regain control of their lives, build their
confidence, and feel supported.
Last year, our Day Hospice experienced a period of
change as we introduced a new programme aimed
at providing a more flexible service that better
catered to our patients.
Therapies/Day Hospice Manager Kathy Birch says:
“It wasn’t without its challenges, but we now have
a broader, more flexible programme that meets the
needs of patients at different stages of their journey.
We’re receiving a lot of lovely comments that
validate what we have done. It has also provided our
staff and volunteers with different opportunities and
supported them in developing new skills.”
The new programme was introduced in September
2012. As well as exercise and education groups,
one of the new additions to the programme is a
social group for people who no longer need close
clinical monitoring because their disease has become
relatively stable.
Kathy says: “At times, people told us they felt
bereft when they couldn’t come to the Day Hospice
anymore because we needed to make space for
other people. They found that they really missed the
social support of getting together with other people
facing similar challenges. So we provide the space
here each week for them to meet with the support
of a Health Care Assistant and a volunteer.”
One part of the new programme that the team are
hoping to gain more referrals to is our ‘Coping with
Confidence’ group. This is an eight-week education
group for patients and carers or family members,
focussing on how to cope with different aspects of
living with a life-limiting illness.
Thanks to additional resource for complementary
therapy this year, we have been able to reinstate
our ‘Look Good, Feel Great’ days. These are special
days where patients can be pampered and socialise
together.
“They have haircuts, facials, massages, get their
nails done, and can have their picture taken by a
professional photographer, if they want to,” says
Kathy. “At the last session, we also had specialist
advice on wigs, and how to cope with skin changes
following treatments such as chemotherapy and
radiotherapy.”
The ‘Look Good, Feel Great’ days take place
throughout the year, and we are currently planning
a day for the men in the autumn. Kathy says: “It
has been a busy year, and everyone has worked
together to make the Day Hospice a real success.
I am so grateful to the patients, their families, the
staff and all the volunteers who support us in so
many different ways.”
Key achievements
2,513 patient visits to
our Day Hospice
125 new patients visited
our Day Hospice for the
first time
20 patients attended
our Look Good Feel
Great day
For Brian, whose heart condition
is currently stable, the new
weekly social group meant
he could continue to visit his
‘second home’.
When the changes to our Day Hospice programme
were introduced, Brian was one of the first people to
attend the weekly social group.
He says: “I was more than happy to keep my
connection to the Hospice, and to come here regularly,
because I love the place. You get a wonderful,
comfortable feeling walking through the front door,
because everybody knows what they are doing. It’s
home number two to me.”
The group has grown to around eight members and
counting, along with a couple of staff. “We’ve got a
strong bond because we’re all in the same leaky boat.
We understand each other’s problems, and talk about
anything and everything. We do get rather involved in
our conversations, so the level of sound goes up a bit.
Sometimes a head pops round the door and tells us to
keep it down!
“I see the group doing a lot of good. Personally, I haven’t
felt this good for ages.”

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713
Therapeutic care
Our specialist therapy team works with patients at the Hospice and
where they live to help them to maintain their independence and mobility
and manage their own condition. This is essential to our programme of
care and includes physiotherapy, occupational therapy and lymphoedema
therapy. Speech and language therapy, complementary therapies and
dietetics are also offered at the Hospice.
One of the most significant developments this year
has been the expansion and development of the
team. Community therapists and a dietician were
appointed, and Sarah Scoble was promoted to the
new role of Therapy Team Leader. She says: “We
are bucking the trend as an expanding therapy
department. It’s fantastic that the Hospice is
investing in this area, and gives us a real sense
of worth.”
Dietetics was introduced as a new speciality to
Princess Alice Hospice from April 2012. Working
predominantly on the In-patient unit, our dietitian
has also provided formal and informal education
sessions, contributed to the formation of the
Nutritional Steering Group and supported patients
in the community by giving advice over the
telephone.
A new Complementary Therapy Coordinator –
who oversees the therapists and a whole host of
volunteers – is also in post. Aromatherapy and
reflexology are offered either in the Day Hospice
therapy rooms or on the ward. Sarah explains:
“The new post means we can offer additional
therapy to ward patients, as well as being able to
support more out-patients. We are aiming to see
more carers as well, because we like to try and
think holistically and we know that they also need
looking after.”
There has been a significant increase in the number
of community referrals, so a lot more people are
receiving occupational therapy, lymphoedema care,
and physiotherapy in their own homes.
The therapy team has been involved in supporting
the changes made to the Day Hospice programme.
This has included providing input for the exercise
group and symptom management talks on fatigue,
breathlessness and pain. “It allows our therapists
to focus not only on their clinical skills,” Sarah says,
“but to develop their educational and teaching skills
too. We are keen to impart our knowledge through
in-house and external teaching.”
The Hospice has good links with a number of
universities, and the therapy team offer student
placements for physiotherapists and occupational
therapists. “We have offered a student placement
in the area of art therapy. This has been very
successful for the student from Goldsmiths,
University of London, and for the Hospice, and is
something we hope to continue.”
The therapy team are continuing to adapt the way
in which they deliver care. The next 12 months
will provide the opportunity to plan additional
out-patient clinics once a project to refurbish the
Hospice reception area is completed.
Key achievements
3,415 physiotherapy
and occupational therapy
sessions provided
85% increase in therapy
sessions provided in
patients’ homes
2 occupational therapists
now working in patients’
homes
Jean Jackson was diagnosed with
Multiple System Atrophy (MSA) –
a progressive neurological disease
that leads to complex symptoms.
Jean relies on her Princess Alice
Hospice community team to help
her live with her condition.
“My condition developed slowly and it is only looking
back, after diagnosis that I can now pinpoint that
various problems I had over the years were down
to MSA. I have had pain in my ankles for a long time
and was originally treated for arthritis but it was
unsuccessful. When I was finally diagnosed, it was a
relief to know to be able to make sense of everything.
“It is important for me to stay at home. My therapists
help with exercises to stop the pain and help with
my speech. I have not experienced such warmth and
compassion before. I can’t say thank you enough to
Sarah and Jayne, my therapists and the Day Hospice
staff. I feel loved and cared for and respected. I get
treated as a person and not just a patient with an illness.
I can’t say how much that means to me.”
L to R – Jean, patient; Jayne, Therapy Assistant

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715
Social work, chaplaincy and bereavement care
£3,750 for bereaved relatives. All in all, they have
secured around £38,000 in benefits, allowances
and grants that might not have been accessed
otherwise.”
As well as supporting other members of our team,
in particular the social workers, the new roles also
take some of the pressure off our Princess Alice
Nurses – freeing them to spend more time on
their core role of helping patients to manage their
symptoms.
“We also worked with our fundraising colleagues
to apply for a grant from Children in Need and we
found out that we had been successful in securing
a £70,000 grant for a two-year project.” This
will fund a specialist social worker, to build on the
support we offer to patients with young families.
Part of their work will be to develop individual
work with parents and children and to extend our
support to patients with young families on the
ward, as well as enhancing existing activities, such
as our annual Family Day and our evening sessions
for bereaved families. “It can be quite isolating
to be a bereaved young person,” says Anne. “It’s
important that we help them to understand that
they are not alone.”
Once a quarter we run a training day, particularly
taken up by teachers, youth workers and healthcare
professionals. We teach them about working
with bereaved children, or children who have a
terminally-ill parent. “We’re hoping the Children in
Need funding will allow us to expand this training, to
go out into schools and colleges and teach people
to be confident and clued-up about how to support
bereaved children and young people.”
Our social work, chaplaincy and bereavement care team play a vital role
in supporting patients, their carers and families with psychological, social
and spiritual support. We also provide advocacy and advice on practical
and financial matters, supporting patients in the Hospice and at home. The
team is expanding – as well as new staff appointments, we are continuing
to recruit more volunteers to the chaplaincy and bereavement service.
When people are diagnosed with a life limiting
condition their lives are turned upside down -
they are scared and have a whole host of emotions
to work through. We know that it is not just the
medical care that we need to provide and so we
are expanding our social work, chaplaincy and
bereavement care team to ensure that we can be
there for our patients, their families and friends
when they need us to be.
We have appointed two new Welfare Benefits
Advisors to provide specialist advice and practical
support to patients and their families in claiming
any benefits, allowances and grants they are
entitled to. Anne Cullen, Manager of Psychosocial
and Spiritual Care, says: “It’s been particularly
timely to introduce these new posts. The radical
changes that have been made to the benefits
system left many people feeling confused.
“Our Advisors were able to get an £8,000 grant for
one person and an enhanced funeral payment of
Key achievements
4,871 support sessions
were provided by our
bereavement team giving
patients and loved ones
time to talk
3,437 support sessions
were provided by our social
work team
10 -12 weeks is the
length of time to train a
chaplaincy or bereavement
service volunteer
L to R – Steve, Chaplain; Gauri, Welfare Benefits Advisor; Rowena, Bereavement Volunteer;
Anne, Manager of Psychosocial and Spiritual Care

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717
Education
1,170 health and social
care staff educated in a joint
project with Surrey PCT
10 care homes have
started our Gold Standard
Framework training
8 Advanced
Communications Skills
courses delivered
and is delivered over the course of 18 months.”
The GSF training programme provides a national
quality standard for end of life care, and a
prestigious accreditation. It has been designed to
help staff from care homes improve the quality
of life for residents nearing the end of life, and
to reduce unnecessary hospitalisations and the
number of people who inappropriately die in acute
hospital wards.
Karen explains: “Participants attend workshops
and receive training, but training isn’t enough. The
GSF training programme goes further to ensure
the training is applied within care homes. This is
assessed and accredited as part of the GSF training
programme, in order to improve the process of
providing care.”
The education team continue to develop the
communication skills training they offer, including
two nationally recognised training programmes.
Advanced Communication Skills is a two day course
supporting senior clinical teams to have sensitive,
compassionate discussions about challenging
situations and subjects with their patients and their
families. The other, SAGE & THYME©
, is a half day
workshop which helps everyone who might come
into contact with people in distress be supported
to feel more in control at a difficult time. The
team also delivered tailor made communication
education to groups such as GP’s and community
nurse teams.
Our education team is a leading provider of training and education in
palliative and end of life care for health and social care professionals
locally, nationally and internationally. Through our education and
research activities we hope to improve end of life care for everyone who
needs it.
Our Education Department has had a busy year in
which new courses have been launched and our
extensive training programme further developed.
We are making use of technology to reach more
healthcare professionals, with the successful
development of our new virtual learning platform
– Learningzone.
In another major development, the Hospice
was awarded the status of a regional centre for
Gold Standard Framework (GSF) training. Karen
Cook, Community Practice Educator, explains
that, in offering this training, the Hospice will
enable frontline care home staff to deliver more
personalised care— providing their residents with a
better quality of life consistent with their wishes.
“This is part of our targeted approach to improve
palliative and end of life care in the community,”
Karen says. “Once we found out our bid was
successful, we started raising awareness of our
new status in January. Our first cohort started in
March, and we are delighted to have participants
from 10 care homes. The programme is extensive,
Key achievements
“There are always opportunities for
further training and development at
the Hospice. I’ve been on all of the
mandatory training but also other
courses like first aid.”
Martin, FacilitiesL to R – Emma, Community Nurse Specialist has attended Advanced Communications
Skills training, Catherine, Academic Programmes Administrator; Karen, Community
Practice Educator; Martin, Facilities, has attended mandatory training courses

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719
Raising essential funds
Our fundraising efforts have seen an increased
focus on supporter care – how we engage, thank
and value those people who help us. We launched
regular supporter receptions at the Hospice for
individuals, businesses, grant making trusts, or
anyone else who has generously supported the
Hospice. It’s a chance for us to say ‘thank you’, and
to show them what their money is contributing
towards.
The ‘Light up a Life’ campaign was also reinstated
to be an annual event to remember people who
have died under our care. We also had a sunflower
appeal for the first time this year. Our supporters
were able to have a wooden sunflower planted in
the Hospice garden with the name of a loved-one
on it. We received more than 1,000 responses to
the appeal and we exceeded our income target.
Princess Alice Hospice has made an investment in
the area of marketing and communications. Angela
says: “This has been important in supporting our
fundraising effort. We are constantly searching
for new ways to engage with existing supporters
as well as reach new audiences. Social media, in
particular, is allowing us to do just that.”
With colleagues from across the Hospice,
the fundraising team submitted a bid to the
Department of Health in November to refurbish
the Hospice reception area. Angela says: “We were
successful and were awarded £482,000, which
will kick-start refurbishment work in a substantial
way. We are looking forward to making our coffee,
dining and social areas lighter, brighter, and more
user-friendly and opening up our facilities to our
local community. We are very excited by this and
other opportunities for the coming year.”
As an independent local charity fundraising is essential to fund our
care. We rely on the generous support of local people, businesses and
community groups to generate over 75 percent of our funds. Everyone
who has taken part in an event, donated or bought something from our
charity shops or left a legacy has made a contribution to helping patients
and their families.
“The fundraising team has had a successful
year, despite the difficult economic climate and
increasing competition for funds”, says Angela
Grimes, who was appointed Head of Fundraising
Operations in June 2012.
She says: “We are heartened we’ve increased our
donation income by 17 percent from the previous
year. Community fundraising continues to be the
bedrock of our fundraising activity. The investment
made previously in this team has been paying
dividends throughout the course of the year.”
Hospice staff regularly join the wider local
community to raise funds for the Hospice. Angela
says: “This year, we’ve seen Sue, one of our Staff
Nurses, carry out a skydive, a number of our
nursing staff completed marathons or running
challenges, and many of our staff members joined
our volunteers and gave up their time to help at
events. We’re really grateful for everyone’s help
and support.”
Key achievements
76% of the Hospice’s
funding comes from local
people, businesses and
community groups
More than £30,000
raised through sponsored
sky dives
110 legacies of varying
sizes were left to the
Hospice in 2012/13
L to R – Jessie Makins (far left) and her brothers Tom (third from
right) and Nick (far right) were joined by friends for a sponsored bike
ride from London to Paris in memory of their mother.

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Retail
£4.4 million turnover
across all 35 Princess Alice
Hospice shops – our best
year ever
8,305 Gift Aid declarations
were processed
10 Donation Stations were
placed in the community
a retired buyer for John Lewis, and she is invaluable
in helping us with this.”
In another exciting development, we have been
awarded a £15,000 grant from WRAP - an
organisation helping businesses and individuals to
reduce waste, develop sustainable products, and
use resources in an efficient way. With matched
funding from the Hospice, a mezzanine floor will
be installed in our warehouse to create more space.
“The extra storage space will allow us to recycle
more furniture, and to store off-season textiles and
seasonal items rather than them going to waste.”
In order to increase donations in certain areas,
the team trialled placing donation boxes in local
businesses. This was hugely successful and is
something that will be continued and expanded.
The project has also improved the Hospice’s Gift
Aid conversion resulting in more money being able
to be invested back into Hospice care and support.
David concludes: “We have been doing a lot of
work behind the scenes, looking at our business
models and possibilities for future expansion.
We have increased the potential of our portfolio
of shops, and strengthened its robustness. Our
success over this past year is no doubt down to
the efforts of all our staff and volunteers and,
of course, the support we receive from our local
community through quality donations.”
We have a chain of charity shops across our care area, led by a team of
professional retail staff with the support of over 800 volunteers. The
profit from every donation and purchase goes towards patient care and
support. Each year we also raise vital funds by recycling textiles.
One new Princess Alice Hospice shop opened
this year, but there has actually been much more
activity than this figure suggests. One of our oldest
shops in Ashford was refitted, and now has a paid
Manager in post for the first time. Three of our
shops – in Claygate, East Molesey and Staines –
were relocated to larger premises nearby to allow
an increase in profit. A fully-operational warehouse
has enabled us to open a new furniture shop in
Walton.
The Staines and East Molesey relocations have
provided more space, and the shops have
been redesigned as department stores. Selling
everything from kids’ toys, books, men’s and
women’s fashion to furniture encourages a greater
mix of people through the door. “People come in
looking for one thing, and buy something else as
well,” says Retail Director, David Prest. “We have
increased the number of bought-in goods – things
that we don’t get enough donations of, but that
enhance the look of a department store layout –
such as cushions and rugs. One of our volunteers is
“Our furniture sales have exceeded our
expectations thanks to the quality of the
stock we receive. Our new warehouse
mezzanine floor will make such a
difference to our furniture operations as
we are able to accept more furniture.”
Shane Moore,
Furniture Area Manager
Key achievements
L to R – Shane, Area Manager, Kelly, Apprentice Shop Assistant,
Mohamed, Retail Driver, Leo, Retail Volunteer

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Working together
We are proud of the high-quality care our clinical teams provide, but
their work would not be possible without the vital backup of support
services such as housekeeping and catering, as well as those teams
working behind the scenes in finance, HR, IT and facilities. We are also
fortunate to be supported by over one thousand volunteers who help to
keep our services and shops running smoothly, and equally importantly,
help us to raise essential funds.
Our staff and volunteers are at the heart of what
we do at Princess Alice Hospice: without them we
would not be able to provide high quality care and
support. So one of our key projects this year was
to develop a strategy to recognise the dedication
of our volunteers and to improve staff facilities.
Director of Finance and Operations Diane
Rickwood explains: “Anyone who works at the
Hospice – and indeed many of our patients and
their families – will recognise just how invaluable
our volunteers are. We are keen to recognise and
celebrate their contributions to the Hospice and so
Samantha Cain, our new Head of HR and Volunteer
Development, has developed a volunteer strategy
which we will be implementing over the next year
to ensure we do just that.”
Diane also explains that, after more than 25
years, staff areas at the Hospice were in need of
attention. “We created a new staff lounge and
an improved changing room area. We set up a
working group with representatives from different
areas of the Hospice and they helped to design the
space.” Diane adds: “It’s important for our staff and
volunteers to be able to take a break and relax in a
more homely area away from the clinical setting.”
As part of our commitment to our staff, we
have introduced our own model of Schwartz
Centre Rounds – a monthly group where staff
and volunteers can get together to reflect on
the stresses and dilemmas that they have faced
while caring for patients. The sessions recognise
that non-clinical staff also have interactions with
patients and their families, which can impact on
them. The sessions have proved popular with
feedback indicating that they help people to
understand how others work.
Another of this year’s successes was enhancing our
gardens. “We have created sensory gardens – one
is sight and sound, and one is touch and feel,” Diane
says. “We’ve also made our whole garden area
more accessible with an improved path and created
a raised planting area that can be used by people
in wheelchairs. A new pergola provides privacy and
shade for the patient rooms that face the garden.”
With a greater number of patients having
smartphones and tablets, we’re delighted that
we’ve finally gone wireless. iWireless, a wireless
solutions company, installed the £20,000 wiresless
system free of charge. “It’s important that patients
and their families can access the internet while they
are at the Hospice,” Diane says. “Having wireless is
also improving working practices for staff, with our
doctors now able to update patient records from
tablet computers on their ward rounds.”
Key achievements
More than 1,400
volunteers give their time
to the Hospice
15 – 90 is the age range
of our volunteers
70% of Day Hospice
patients are brought in
and taken home again by
volunteer drivers
Kayleigh Kitcher, Housekeeping
and Ward Services Assistant, is a
regular at our Schwartz Centre
Rounds - which provide a safe
place where people from all areas
of the Hospice can come together
to discuss the human aspects of
healthcare.
Kayleigh says: “The Schwartz Centre Rounds help me
on a professional and personal level. Initially I thought it
would be difficult to take part due to shift patterns. It
was great that the management team worked around
that to ensure I could attend. I felt valued and part of the
wider team.
“The ‘Why we are here’ theme resonated with me, as
my Mum received care from the Hospice. I am proud to
be part of the organisation. The groups have helped me
to speak up and have confidence in my opinions. In the
room we are all treated the same - whether doctors,
nurses, housekeeping or volunteers. Having taken part I
feel I grew up a little, expectations of myself and indeed
expectations others had of me increased.”

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Our key objectives for 2013/14
Our key objectives for
2013/14
As we move into the second year of implementing our five year strategy, we
are stretching our thinking into a rolling three year business plan. Here are some
highlights of the key objectives for the coming year.
Medical care
Develop our medical model to support our plans for
service development.
Make use of technology to facilitate care and support
going further.
Consider new ways to support carers including exploring
teleconferencing and the use of a 24 hour helpline.
Community care
Develop our approach to our care in the community that
enables us to provide the right level of support by the right
mix of healthcare professionals in the most efficient and
effective way.
Maximise our use of technology to make our care go
further and provide opportunities for peer to peer support
and interaction.
Recognise the role that carers play in supporting their
loved ones and develop a strategy that provides them with
the support, knowledge and skills that will help them do
this to the best of their ability.
In-patient care
Ensure that the In-patient unit remains responsive to
patients’ needs, especially those patients who are
admitted at short notice and out of hours.
Ensure that the In-patient unit remains a specialist
unit, providing expert nursing care by reviewing and
implementing a full training package for ward nurses and
ensuring that all nurses are aware of and contribute to the
practice development of the ward.
Develop ‘hubs’ of specific expertise amongst ward staff
focusing on different conditions and psychosocial issues.
Day-patient care
Develop flexible models for drop in and Day Hospice
support that reflect the needs of our different patient
groups and their carers.
Explore the possibility of contracting with GPs/other
commissioners for referral to specific elements of the Day
Hospice programme.
Assess dependency levels and adapt staffing/patient levels
to ensure care needs are met and safety maintained.
Therapeutic care
Develop a new drop-in therapies approach for patients and
carers as part of a new out-patient model.
Review therapy staff provision to ensure we can meet the
needs of patients in the community.
Develop efficient processes in place for provision of
equipment to support people in the community.
Social work, chaplaincy and
bereavement care
Evaluate and develop the role of the welfare benefits
advisors in supporting the community and the
In-patient unit.
Expand our team by recruiting a specialist social worker, to
enhance and increase our offerings to patients with young
families.
Develop and implement training for volunteers to become
labyrinth guides so they are able to support patients and
families using the labyrinth – a winding garden path circling
to a central open space designed for reflection.
Education
Proactively support care homes and nursing homes within
our community with education and training packages
designed to support the delivery of the best possible end
of life care.
Embrace the potential of online learning to enable our
education to be provided flexibly, responsive to the needs
of our learners and those funding them.
Proactively support the training of health and social care
staff in compassionate communication.
Fundraising
Encourage supporters to commit to giving on a regular
basis by delivering regular giving campaigns which increase
the number and value of committed givers to the Hospice.
Promote the vital role that legacy income can play in
enabling our care to continue to the next generation.
Proactively target Trust and other income sources,
demonstrating the need for funding and the impact it can
make with reference to new service models and evidence
from pilot projects.
Retail
Expand the successful furniture store models through the
opening of a further two furniture shops or department
stores.
Develop targeted stock sourcing through a minimum of 13
donation stations and clothing banks across our care area.
Develop furniture sourcing and re-stocking procedures
through single point of contact and van logistics to deliver
great customer experience and fulfil demand.
Support services
Develop our approach to volunteer recognition.
Deliver a new reception and dining area as part of a
Reception Development Project following a successful
grant application to the Department of Health.
Day Hospice patient Brian with Corrine Barber, Senior Staff Nurse

Financialsummary
We believe it is important that we tell you exactly how your support has helped us continue serviing those who need
us. Here is a quick overview – you can find full details from page 35, including a breakdown of our net income and
expenditure this year.
In the year ended 31 March 2013, our charitable
expenditure was £8.0 million, an increase of £300,000
from the previous year.
We are very conscious of every pound we spend.
Supporters give us their money so that we can spend
it on patient care and support, so we do all we can to
make sure that as much as possible goes straight into
our charitable activities. This year, we have been able
to spend 84 pence of every single pound on providing
care and support.
How we spent the money
For every £1 donated
Like all charities, we have to spend money to raise money including sending out
appeals for donations, staging our fundraising events and writing to our supporters
to let them know how their gifts are helping the patients who need our care.
A special thank you
Grants from local and national trusts and foundations are a growing part of our income. We are also immensely grateful
to the staff and customers of local businesses who care about the work we do and regularly help raise funds and
awareness for the Hospice.
We would particularly like to thank all those people who left us a gift in their Will.
Legacies contribute a significant part of our income ensuring specialist care and
support for thousands of local patients and families, each and every year.
This spending adds up to just 11 pence in every £1
donated. And for every £1 we spend on fundraising,
we get £5.18 back.
Essential spending on management and administration
including governance adds up to only 5 pence of every
£1 donated.
5p
Management and administration
11p
Fundraising
84p
Charitable activities
Demand for the Hospice’s services has increased over the year; however even in a
time of economic austerity, we have not cut back on the care we are providing free of
charge for our community.
26
727
Financial summary
In the year ended 31 March 2013, we raised £7.7
million net income - £100,000 less than in the
previous year.
The retail team grew the net income it provides for the
Hospice by 10 percent over the previous year.
The NHS grant has remained at the same level as in the
previous year, £1.8 million; the percentage made up by
the NHS contribution has remained around 24 percent
of our total income.
How we raised our income
Investments £0.2m
Education £0.2m
Subsidiaries £0.3m
Events £0.6m
Retail £1.0m
NHS £1.8m
Donations & legacies £3.6m
Total net income £7.7m
£0m £2m £4m £6m £8m £10m
Day-patient care £0.6m
Social work & bereavement care £0.6m
Education £0.7m
Community care £1.7m
In-patient care £4.4m
Total charitable expenditure £8.0m
£0m £2m £4m £6m £8m £10m

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Structure, governance and management
Structure, governance
and management
Princess Alice Hospice was incorporated as a company limited by guarantee on 25
November 1981 and is governed by its Articles of Association. It is registered with
the Charity Commission in England and Wales with its registered office at West End
Lane, Esher, Surrey KT10 8NA.
Our committees
The Clinical Strategy Committee is chaired by Jane
Hogg. It is responsible for overseeing clinical strategy
and education. It monitors performance against the
annual Clinical Business Plan and Education Business Plan,
and brings any divergence from the plan to the Board’s
attention, recommending action where necessary. It
also oversees relationships with our health and social
care partners regarding grants, contracts and service
level agreements. The committee monitors health and
education policies and keeps the Board informed as
appropriate.
The Finance Committee, chaired by Peter Quest,
oversees the Hospice’s finances, facilities and all its
subsidiary companies. It is responsible for reviewing and
recommending to the Board the Financial Strategy and the
Annual Budget and monitors performance. The committee
oversees the strategy for investing Hospice funds and
keeps the Board informed of general changes in the
financial environment that are relevant to it.
The Fundraising and Communications Committee, chaired
by Jonathan Perkins, deals with fundraising activities
(except for NHS grants and retail income), as well as
communicating the Hospice’s vision, mission and services,
to patients, carers, healthcare professionals and the public.
It reviews the Fundraising and Communications Strategy
and Business Plans before passing them to the Board to
approve.
The Governance Committee is chaired by Nicholas Woolf. It
deals with the corporate governance of the Hospice, and is
responsible for overseeing the annual review of major risks
and reports on this and other matters to the Board. This
committee also reports to the Board on any changes that
may need to be made in order to comply with legal and
regulatory requirements.
The Infrastructure Committee, which was set up during
the year under review, is chaired by Christopher Roshier.
It is responsible for overseeing the Hospice’s physical
infrastructure and recommending to the Board, after
consultation with the Finance Committee regarding
funding, renovations or extensions that they consider
advantageous to that infrastructure. They are also
responsible for monitoring progress regarding any
renovations or extensions being carried out at the Hospice
and advising the Board on overcoming any issues that arise
with such projects.
The Investment Committee, chaired by Jean Peters,
is responsible for investing the Hospice’s funds and
recommending investment managers to the Board. It
agrees with the investment managers where to invest the
Hospice’s funds and reviews the investment managers’
performance, keeping them aware of any changes in
the Hospice’s circumstances which might affect their
responsibilities.
The Remuneration Committee, chaired by Nicholas Woolf,
meets once a year to consider suggested salary increases
for the Chief Executive and members of the senior
management team and overall remuneration policy.
The Retail Committee which is chaired by Andrew
McIntosh, oversees all matters relating to the retail
operation of the Hospice. It reviews the Retail Strategy and
the annual Retail Business Plan before passing them to the
Board to approve. It monitors the wider retail environment,
particularly for charities, and is responsible for entering into
and renewing property leases for shops.
The Audit Sub-Committee is chaired by Peter Quest. It
deals with all audit and internal control matters relating to
the Hospice and all subsidiary companies. It reports to the
Finance Committee and is responsible for recommending,
appointing and working with the external auditors. It
reviews, and recommends to the Finance Committee, the
annual financial statements.
Our trustees
The trustees of the Hospice are the directors of Princess
Alice Hospice for the purposes of the Companies Act
2006. There is a list of trustees on page 46 and 47.
Nicholas Woolf, will stand down as Chairman after seven
years in September 2013 and Ian Elder will be appointed
as the new Chairman of the Board of Trustees at that
time. Nicholas Woolf will remain as a trustee. Ian joined the
Finance Committee in June 2006 and became a trustee
the following year.
One of the trustees usually serves as Vice Chairman of
the Board. Jonathan Perkins has held this position since 16
September 2010 and has agreed to continue for another
year.
Trustees and committee members are not paid and give
their time voluntarily. The Charity Commission has given
permission for the Hospice to provide Trustee Indemnity
Insurance cover.
Our objectives
Princess Alice Hospice is an independent charity working
across a large part of Surrey, south west London and
Middlesex. The care and support we provide is free. We
are here to give patients the best possible quality of life
and deliver high-quality compassionate care and support.
Family, carers and close friends have needs of their own
and we are here to provide them with support, comfort
and advice at every stage of their loved one’s illness and
after death. Through our education and research, we also
work to improve end of life care. Founded by our local
community, fundraising and community support are crucial
to our continuing work as a charity.
How we are governed
Our Board of Trustees is responsible for overseeing the
Hospice’s strategy and performance. It is chaired by
Nicholas Woolf.
The Board meets regularly throughout the year to
consider, set and review strategies, policies, budgets,
plans and performance. Members of the Hospice’s senior
management team provide reports for these meetings;
and they and a representative of the Friends’ Committees
attend the meetings and take part in the discussion.
The Board has delegated some of its powers and
responsibilities to the following committees: Clinical
Strategy, Finance, Fundraising and Communications,
Governance, Infrastructure, Investment, Retail and
Remuneration. There is also an Audit Sub-Committee,
which reports to the Finance Committee. Each committee
has terms of reference that define its responsibilities and
any areas where they have the authority to make decisions
without consulting the Board. These terms are set out
in writing and are agreed by the Board. The membership
of committees is made up of some trustees and specific
individuals selected as committee members, as described
in more detail below. Members of the senior management
team also attend committee meetings relevant to them.
When a major issue is discussed at a committee meeting,
the chairman of the committee reports this to the Board
at the next Board meeting. Each committee chairman’s
report to the Board covers any major decisions that the
committee has made as well as relevant decisions that
need to be made by the Board.
The Board defines and reviews which matters are the
Board’s own responsibility, and which management
and operational matters can be delegated to the Chief
Executive. The Board allows the Chief Executive to
sub-delegate these matters to members of the senior
management team and other staff.

30
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Introducing new trustees and
committee members
We are particularly pleased to welcome three valued new
trustees this year: Jeannine Nolan, Professor Sean Hilton,
and Sean Watson.
In addition to trustees, the Board can appoint individuals
who they consider have the appropriate qualifications and
experience to its committees and sub-committees. We
appoint new trustees and committee members through
a careful selection process, which usually involves public
advertisements and interviews. We usually appoint people
to serve as a committee member before considering
them as a trustee. However, the Board may appoint
suitable people direct to the position of a trustee. The
Board believes it is vital to get a mix of trustees with
medical, legal, financial, investment, fundraising and retail
skills, as well as skills and experience drawn from the local
community.
Trustees are initially appointed for two years and may then
be re-appointed for two more four-year periods (up to a
maximum of 10 years). Committee members usually stay
on the committee for two years. This can be renewed,
and can continue to be renewed, by mutual agreement.
The Board can end the appointment at any time. During
the year, there were 12 non-trustee committee members
serving on Hospice committees.
New trustees and new committee members receive
an induction and training specific to their role, as well
as attending the Hospice’s induction day for all new
employees and volunteers.
Our senior management team
The Hospice internal management structure is made up of
five directorates, each led by one or two members of the
senior management team. These directorates are:
Clinical services - covering in-patient care, day-patient
care, community care, therapeutic care, social work,
bereavement care and chaplaincy and education.
Medical - covering doctors and consultants.
Finance and operations - covering finance, information and
communication technology, health and safety and facilities,
human resources, clinical support services and catering.
Fundraising and communications - covering all fundraising
and communications apart from retail.
Retail - covering all aspects of the retail shops.
A list of the members of the senior management team is
on page 47.
Our internal controls and risk
management processes
The trustees are responsible for the Hospice’s internal
control systems and for making sure these continue to be
effective. These systems are designed to prevent, as far as
possible, material misstatement or loss.
The Hospice has a thorough annual planning and budgeting
process which is approved by the trustees. To help develop
this planning, an assessment is made of the care needs
we wish to provide. This is balanced against the income
we expect to receive from fundraising and the grants
we expect to receive from the NHS. When preparing the
recent budget the trustees took account of the proposals
for changes to NHS funding arrangements and the effect
these changes might have on the Hospice. The Finance
Committee reviews the budget in detail before passing it
to the Board for approval.
Our financial reporting system compares actual results
against the phased budget each month. The Finance
Committee reviews these results at each of its meetings.
The Audit Sub-Committee reviews aspects of internal
controls on a rolling basis. When this sub-committee
decides to review any specific operational aspect,
appropriate members of the senior management team
must report on the controls in place in that area.
The Governance Committee oversees the Hospice’s
procedures to manage major risks. The committee
regularly compares the risks identified by the senior
management team with those identified by each of the
Board committees and produces a single ‘risk register’ for
the whole organisation. The risk register helps the Hospice
to prioritise risks in order of the effect they might have
and how likely they are to occur. The risk register also
identifies the controls, systems and procedures that are
in place to manage those risks. Each committee reviews
relevant risks at its own meetings and the Governance
Committee and the Board review the risk register annually.
Note 17 of the Financial Statements shows that last year
legacies accounted for 34% (2012 – 40%) and NHS
grants 24% (2012 - 23%) of our total net income. The
Board has assumed in our strategic plans that there will not
be a significant drop in either source of income over the
next few years. The Hospice has made plans to ensure, as
best it can, this income continues at the same level, but
both these sources of income depend on decisions which
are largely outside the Hospice’s control. However, the
Board feels that our balance sheet is sufficiently robust in
providing resilience and that our reserves should allow the
Hospice time to respond if there should be any temporary
or long term reduction in these sources of income.
Reserves
As explained on the previous page, the Hospice’s budget
relies heavily on legacies and NHS grants, and this depends
on decisions which are largely outside the Hospice’s control.
Accordingly, the Hospice has a designated Running Cost
Reserve to meet future charitable expenditure if there is a
significant short-term drop in this income.
The Hospice seeks to operate a balanced on-going
operational budget in cash terms for the coming year.
The Hospice will also consider other possible investment
initiatives that would be able to pay for themselves within
a few years. The amount of investment will depend on how
much is available in the Running Costs Reserve for which
the trustees have set a target of 9 months’ plus or minus
3 months’ budgeted charitable expenditure. The balance
on this reserve at the year-end represented 9 months
(2012 – 9 months) of the Hospice’s budgeted charitable
expenditure for 2012/13.
The Hospice has also set up a designated fund to pay for
replacing the Hospice building. Transfers are only made
into this fund in those financial years where the trustees
decide there are enough unrestricted reserves to do so.
On 31 March 2013, the Hospice’s unrestricted reserves
amounted to £747,778. The trustees have decided that
this is not enough to transfer any money into the Freehold
Building Replacement Fund for this year. Notes 5 to 7 of
the Financial Statements provide more detail on these
various reserves.
The trustees consider that the Hospice has sufficient
readily available money in current bank and building society
accounts and investment funds to enable it to pay for on-
going operations during the year to come.
Investments
As set out in the Articles, the trustees can invest the
Hospice’s reserves in banks and building society deposits,
stocks, funds, shares or other securities they think are
appropriate. The only ethical restriction is that there must
be no direct investment in any securities issued by tobacco
companies.
The trustees have agreed an Investment Policy which splits
the Hospice’s total investments into two portfolios:
A Liquid Reserves Portfolio held in bank and building
society deposits; and
An Investment Portfolio consisting of funds we do not
think will be needed in the short term for working capital.
The Investment Policy sets the aim of the Investment
Portfolio, which is to maximise total return on these funds
over five to 10 years with a medium to low approach
to risk.
The Liquid Reserves Portfolio is managed by Schroder & Co
Ltd and totalled £2,677,491 on 31 March 2013.
The Investment Portfolio was split into two parts, for the
year under review, each managed on a discretionary basis.
Approximately two-thirds of it was managed by Schroder
& Co Ltd and one-third was managed by Evercore Pan-
Asset Capital Management Limited. After the period
under review, the funds with Evercore Pan-Asset Capital
Management Limited were moved to, and consolidated
with, our funds managed by Schroder & Co Ltd.
The total Investment Portfolio was valued at £3,683,078
on 31 March 2013. The Investment Committee and our
investment managers regularly review the performance
of the investments towards the aims of the Hospice’s
Investment Policy.
The market value of the Investment Portfolio rose
by £321,767 during the year, following a decrease
of £148,787 in 2011/12. More details about our
investments are in note 9 of the financial statements.
Companies we own
(our subsidiary companies)
The Hospice operates three trading companies. The
financial results of these subsidiary companies are included
in the Hospice’s consolidated accounts. They contributed
profits of £265,612 (compared with £295,653 in
2011/12). All of these profits are donated to the Hospice.
Most of these profits came from the Hospice’s weekly
lottery draw. Note 3 of the financial statements provides
more information on the subsidiaries.
Our staff
Our work is only possible because of the dedicated service
our staff provide, and we would like to thank them for their
hard work and commitment.
The Hospice employs more than 300 people, the
equivalent of 248 full-time staff. This compares with 224
full-time staff in the previous year.
This year we said goodbye to Dr Caroline Lucas, who
retired as Medical Director. Caroline has offered great
service to the Hospice for more than 20 years – the
last three as Medical Director – and will be missed. The
Trustees have appointed Dr Craig Gannon, who has worked
at the Hospice for 18 years, as our new Medical Director.

32
733
Our volunteers
We are grateful for the work of the many volunteers who
willingly and unstintingly give their time at the Hospice,
in its shops and for its events, to the great benefit of the
Hospice and the people it helps.
• Around 400 volunteers support the Hospice, providing
complementary therapies, working in the coffee
shop, carrying out administrative tasks, driving our
day-patients into the Hospice and maintaining our
grounds. Our reception is staffed by volunteers, and
volunteers provide some of the care services, such as
bereavement care and support and chaplaincy work.
A User Group of patients and carers tells the Hospice
about the needs of patients and carers and advises us
about providing our services.
• More than 800 volunteers keep the Hospice’s shops
open six or seven days a week.
Other volunteers are involved in fundraising, including
the Friends’ Committees, which organise events in the
community and promote the work of the Hospice to raise
vital funds.
Volunteers are recruited through advertising. They take
part in the Hospice’s induction programme and receive
initial and on-going training.
A special mention should be made of the support we
receive from local celebrities and high-profile individuals,
including our Patrons, Chris Tarrant and Michael Aspel. All
of these people willingly take part in activities that raise
the profile of the Hospice in the local community.
Public benefit
The trustees have reviewed the Hospice’s aims and
objectives against the Charity Commission’s guidance on
public benefit and consider the charity to be compliant.
Statement of trustees’
responsibilities
The trustees (who are the directors of the Hospice under
company law) are responsible for preparing the Trustees’
Annual Report and the Financial Statements in line with the
law and the regulations that apply. Under company law,
the trustees must prepare financial statements for each
financial year. Under that law, the trustees have elected
to prepare such statements in accordance with United
Kingdom Accounting Standards (United Kingdom Generally
Accepted Accounting Practice). By law, these statements
must give a true and fair view of the Hospice’s finances,
and of the incoming resources and application of resources,
including the income and expenditure, for the financial year.
When preparing these financial statements, the trustees
must:
• choose suitable accounting policies and follow them
consistently
• keep to the methods and principles in the Charities’
Statement of Recommended Practice (SORP 2005)
• make judgements and estimates that are reasonable
and prudent
• state whether applicable accounting standards have
been followed, subject to any material departures
disclosed and explained in the financial statements
• prepare the financial statements on a ‘going concern’
basis, unless the company is unlikely to continue in
business.
The trustees must keep proper accounting records that
provide the Hospice’s financial position to a reasonable level
of accuracy at all times and make sure that the financial
statements comply with the Companies Act 2006. They
are also responsible for protecting the Hospice’s assets and
taking reasonable steps to prevent and detect fraud and
other unusual activity.
The trustees believe they have taken all the necessary
steps to make the auditors aware of any relevant audit
information. They also believe that they have identified
the major risks that the Hospice faces. These have been
reviewed and systems have been put in place to reduce
these risks as far as possible.
Audit
Mazars LLP, having expressed their willingness to continue
in office, will be deemed reappointed for the next financial
year in accordance with section 487(2) of the Companies
Act 2006 unless the company receives notice under
section 488(1) of the Companies Act 2006.
J N Woolf
Chairman, Board of Trustees
Liz, Flower Volunteer

34
Respective responsibilities of trustees and auditors
As explained more fully in the Trustees’ Responsibilities
Statement set out on page 32, the trustees (who are also
the directors of the charity for the purposes of company
law) are responsible for the preparation of the financial
statements and for being satisfied that they give a true
and fair view.
Our responsibility is to audit and express an opinion on the
financial statements in accordance with applicable law and
International Standards on Auditing (UK and Ireland). Those
standards require us to comply with the Auditing Practices
Board’s (APB’s) Ethical Standards for Auditors. This report
is made solely to the charity’s members as a body in
accordance with Chapter 3 of Part 16 of the Companies
Act 2006. Our audit work has been undertaken so that we
might state to the charity’s members those matters we
are required to state to them in an auditor’s report and for
no other purpose. To the fullest extent permitted by law,
we do not accept or assume responsibility to anyone other
than the charity and the charity’s members as a body for
our audit work, for this report, or for the opinions we have
formed.
Scope of the audit of the financial statements
A description of the scope of an audit of financial
statements is provided on the Financial Reporting Council’s
web-site at www.frc.org.uk/auditscopeukprivate.
Opinion on the financial statements
In our opinion the financial statements:
• give a true and fair view of the state of the group and
of the charity’s affairs as at 31 March 2013 and of the
group’s incoming resources and application of resources,
including its income and expenditure, for the year then
ended;
• have been properly prepared in accordance with United
Kingdom Generally Accepted Accounting Practice; and
• have been prepared in accordance with the requirements
of the Companies Act 2006.
Opinion on the other matter prescribed by the
Companies Act 2006
In our opinion the information given in the Trustees’
Annual Report for the financial year for which the financial
statements are prepared is consistent with the financial
statements.
Matters on which we are required to report by
exception
We have nothing to report in respect of the following
matters where the Companies Act 2006 requires us to
report to you if, in our opinion:
•adequate accounting records have not been kept, or
returns adequate for our audit have not been received
from branches not visited by us; or
•the financial statements are not in agreement with the
accounting records and returns; or
•certain disclosures of trustees’ remuneration specified by
law are not made; or
•we have not received all the information and
explanations we require for our audit.
Nicola Wakefield (Senior Statutory Auditor)
for and on behalf of Mazars LLP
Chartered Accountants and Statutory Auditor
Times House, Throwley Way, Sutton, Surrey, SM1 4JQ
Date: 11 September 2013
We have audited the financial statements of Princess Alice Hospice for the year ended 31 March 2013
which comprise the consolidated statement of financial activities, the consolidated and charity balance
sheets, the consolidated cash flow statement and the related notes. The financial reporting framework
that has been applied in their preparation is applicable law and United Kingdom Accounting Standards
(United Kingdom Generally Accepted Accounting Practice).
Independent
auditor’s report
to the members of Princess Alice Hospice
735
Financial statements
Consolidated statement of financial activities
(including income and expenditure account)
for the year ended 31 March 2013
All the above results are derived from continuing activities. There were no other recognised
gains or losses other than those stated above. The notes on pages 38 to 45 form part of
these financial statements.
Consolidated
Unrestricted
funds
Designated
funds
Restricted
funds
Endowment
funds
Total
2013
Total
2012
Notes £ £ £ £ £ £
Incoming resources
Incoming resources from
generated funds
Voluntary income
Donations 1,588,424 - 74,996 - 1,663,420 1,416,138
Legacies 2,648,132 - 5,000 - 2,653,132 3,150,307
NHS grants 1,817,280 - - - 1,817,280 1,789,559
Activities for generating funds
Retail shops 2 4,404,725 - - - 4,404,725 3,933,244
Fundraising events 896,605 - - - 896,605 788,326
Trading subsidiaries 3 655,427 - - - 655,427 662,190
Investment income 137,921 - - 17,286 155,207 126,196
Incoming resources from
charitable activities
Education 231,753 - - - 231,753 188,302
Total incoming resources 12,380,267 - 79,996 17,286 12,477,549 12,054,262
Resources expended
Costs of generating
voluntary income
4 738,121 - - - 738,121 615,469
Cost of activities for
generating funds
Retail shops 2 & 4 3,361,832 - - - 3,361,832 2,987,582
Fundraising events 4 267,723 - - - 267,723 250,232
Trading subsidiaries 3 & 4 389,815 - - - 389,815 366,537
Total cost of activities for generating funds 4,019,370 - - - 4,019,370 3,604,351
Cost of charitable activities
In-patient care 4 4,425,829 - 5,908 16,904 4,448,641 4,385,419
Community care 4 1,643,518 - 47,650 - 1,691,168 1,642,491
Day-patient care 4 553,002 - 698 - 553,700 531,094
Social and bereavement care 4 624,913 - 3,450 - 628,363 579,945
Education 4 646,170 - 19,242 382 665,794 578,784
Total cost of charitable activities 7,893,432 - 76,948 17,286 7,987,666 7,717,733
Governance costs 4 23,349 - - - 23,349 22,945
Total resources expended 4 12,674,272 - 76,948 17,286 12,768,506 11,960,498
Net incoming / (outgoing)
resources before transfers
(294,005) - 3,048 - (290,957) 93,764
Transfer to designated funds 5 (70,659) 70,659 - - - -
(364,664) 70,659 3,048 - (290,957) 93,764
Gains (losses) on investment assets 9 321,767 - - - 321,767 (148,787)
Net movement in funds (42,897) 70,659 3,048 - 30,810 (55,023)
Fund balances brought forward
at 1 April 2012
(790,675) 14,225,430 42,125 905,041 15,963,271 16,018,294
Fund balances carried forward
at 31 March 2013
747,778 14,296,089 45,173 905,041 15,994,081 15,963,271
Note 5 Note 6 Note 7

737
Consolidated cash flow statement
36
Balance sheet
Group Charity
2013 2012 2013 2012
Notes £ £ £ £
Fixed assets
Tangible fixed assets 8 7,113,610 7,127,860 7,113,610 7,127,860
Investments 9 6,360,569 6,487,223 6,361,670 6,488,324
13,474,179 13,615,083 13,475,280 13,616,184
Current assets
Stock 10 31,886 29,515 - -
Debtors 11 1,930,899 1,727,776 2,173,371 1,999,448
Cash at bank 1,447,637 2,320,449 1,139,832 1,994,888
3,410,422 4,077,740 3,313,203 3,994,336
Creditors - amounts falling due within one year 12 (791,520) (1,630,552) (695,402) (1,548,249)
Net current assets 2,618,902 2,447,188 2,617,801 2,446,087
Total assets 16,093,081 16,062,271 16,093,081 16,062,271
Provisions for liabilities and charges
Annuity provision 1.7
(99,000) (99,000) (99,000) (99,000)
Net assets 15,994,081 15,963,271 15,994,081 15,963,271
Represented by:
Unrestricted funds 747,778 790,675 747,778 790,675
Designated funds 5 14,296,089 14,225,430 14,296,089 14,225,430
Restricted funds 6 45,173 42,125 45,173 42,125
Endowment funds 7 905,041 905,041 905,041 905,041
Total funds 15,994,081 15,963,271 15,994,081 15,963,271
Approved by the Board of Trustees on 9 July 2013 and signed on its behalf by
J N Woolf P J Quest
Chairman Honorary Treasurer
2013 2012
Notes £ £
Net movement in funds b/fwd
from p.35 30,810 (55,023)
Items charged to income and expenditure not involving flows of cash
Depreciation charge for year 8 527,989 534,055
Net (gain)/loss on investments 9 (321,767) 148,787
Changes in balance sheet items impacting cash
(Increase) in stock 10 (2,371) (8,699)
(Increase) in debtors 11 (203,123) (268,707)
(Decrease) in creditors 12 (839,032) (131,390)
Adjustments for items charged to income and expenditure
being returns on investments and servicing of finance
Investment income (155,207) (126,196)
Cash inflow (outflow) from operating activities (962,701) 92,827
Returns on investments and servicing of finance
Investment income 155,207 126,196
Net cash inflow from returns on investments and servicing of finance 155,207 126,196
Capital expenditure and financial investment
Purchase of tangible fixed assets 8 (513,739) (179,318)
Purchase of investments 9 (501,043) (1,072,797)
Sale of investments 9 949,464 1,004,537
Net cash outflow from capital expenditure and financial investment (65,318) (247,578)
Net cash inflow from management of liquid resources (872,812) (28,555)
Opening balance at bank 2,320,449 2,349,004
Closing balance at bank 1,447,637 2,320,449

739
Notes to the financial statements
38
1 Accounting policies
1.1 Basis of preparation
These financial statements are prepared under the historical cost convention,
modified to include the revaluation of investments to market value, and
in accordance with applicable accounting standards, the Statement of
Recommended Practice “Accounting and Reporting by Charities 2005” (SORP
2005) and the Companies Act 2006.
The consolidated financial statements consolidate the results of the charitable
company, Princess Alice Hospice (the “Hospice”), and its wholly-owned
subsidiaries PAH Trading Limited, PAH Lottery Limited and PAH Catering Limited
on a line-by-line basis. As allowed by section 408 of the Companies Act 2006
and paragraph 397 of SORP 2005 a separate statement of financial activities for
the Hospice itself is not presented. The income of the Hospice was £12,087,734
(2012: £11,687,725) and the expenditure was £12,378,691 (2012:
£11,593,961).
1.2 Fund accounting
Endowment, restricted, designated and unrestricted funds are separately
disclosed in the balance sheet and in the consolidated statement of financial
activities. These different funds are defined as follows:
Endowment funds are funds given to the Hospice where it may use only the
income generated from investing these funds.
Restricted funds are subject to specific restrictive conditions imposed by the
donor or by the nature of an appeal.
Designated funds are set aside at the discretion of the trustees for specific
purposes. They would otherwise form part of unrestricted funds.
Unrestricted funds are available to use at the discretion of the trustees in
furtherance of the charitable objectives of the Hospice.
1.3 Incoming resources
Incoming resources represent the total income receivable during the year
comprising donations, legacies, NHS grants, interest and other income generated
during the year.
Legacies are recognised as income when it can reasonably be assumed that the
Hospice is entitled to the legacy and the amount can be estimated with sufficient
reliability.

1.4 Resources expended
The costs of in-patient care, community care, day-patient care, social and
bereavement care, education, generating voluntary income and governance
comprise expenditure incurred during the year both directly and indirectly
attributable to the activity concerned. Support costs have been allocated to
activities on the basis of staff time spent.
Governance costs relate to the stewardship of the Hospice’s assets,
organisational administration and compliance with constitutional and statutory
requirements.
1.5 Taxation
As a registered charity, the Hospice benefits from business rates relief from local
councils and is exempt from direct tax on its charitable activities, but not from
VAT. Irrecoverable VAT is included in the cost of those items to which it relates.
Income tax recoverable in respect of donations under Gift Aid and investment
income is included with the income to which it relates.
1.6 Tangible fixed assets
Tangible fixed assets are stated at cost, net of depreciation. Depreciation is
provided at rates calculated to write off the cost in equal instalments over the
economic life of the asset at the following annual rates:
Freehold land 0%
Freehold buildings 4%
Leasehold buildings over the remaining life of the lease
Furniture and equipment 10%
Medical equipment 20%
Motor vehicles 25%
IT equipment & software 20% / 33%
Items are treated as fixed assets and their costs capitalised only where the
purchase price exceeds £1,000.
The cost of leasehold buildings mainly represents premiums on acquisitions of
retail shop leases.
1 Accounting policies continued
1.7 Pension costs
The total employer pension contribution to all schemes for the year ended 31
March 2013 was £405,895 (2012: £349,706).
Total contributions of £64,051 (2012: £61,460) were due to be paid after
the year end.
NHS Pension Scheme
The Hospice makes payments to the NHS Pension Scheme (the “Scheme”) for
former NHS employees who, on employment with the Hospice, are eligible to
continue in or rejoin the Scheme. The Scheme is an unfunded defined benefit
scheme that covers employees of NHS employers, General Practices and other
bodies allowed under the direction of the Secretary of State for Health in England
and Wales, which includes the Hospice. It is not possible to identify the Hospice’s
share of the underlying assets and liabilities and as a result the Scheme is treated
as a defined contribution scheme under FRS17.
The employer contribution payable in the year to the NHS Pension Scheme was
£283,193 (2012: £239,607).
Surrey County Council Pension Fund
The Hospice makes payments to the Surrey County Council Pension Fund (the
“Fund”) for certain employees who were members of the Fund on employment
with the Hospice and whom the Hospice has agreed may continue in the Fund.
The Fund is a funded defined benefit scheme that covers employees of Surrey
County Council and Scheduled and Admitted Bodies under the Local Government
Pension Scheme Regulations 1997, which includes the Hospice. It is not possible
to identify the Hospice’s share of the underlying assets and liabilities and as
a result the Fund is treated as a defined contribution scheme under FRS17.
However, the triennial actuarial valuation as at 31 March 2010 identified that
the Fund was in deficit. The deficit contribution payable by the Hospice has
been set at £27,000, payable over three years as follows: £8,500 in 2011/12,
£9,000 in 2012/13 and £9,500 in 2013/14. The total deficit contribution was
charged to the income and expenditure account in the year to 31 March 2011.
The employer contribution payable in the year to the Surrey County Council
Pension Scheme was £7,350 (2012: £8,138).
Group Personal Pension Scheme
A defined contribution scheme is in operation for eligible employees with
contributions payable by both the Hospice and the relevant employees. The
assets of these plans are held separately from those of the Hospice, being
invested with an insurance company.
The employer contribution payable in the year into the Group Personal Pension
Scheme was £100,312 (2012: £87,979).
Other personal pension schemes
The Hospice is contributing to non-contributory personal pension schemes in
respect of a further two employees (2012: two).
The employer contribution payable in the year was £8,163 (2012: £7,105).
Annuities
The Hospice is contracted to pay annual sums for life to two former employees
based on a sum of £4,499 per annum in 1998 increased by the Hospice annual
salary increase (if any). The sum paid in the year under review was £6,877
(2012: £6,877). This liability is met from income in the year in which it is paid.
A provision of £99,000 is retained to cover future unfunded liabilities. The
trustees consider this provison to be adequate.
1.8 Stock
Stock purchased for sale is valued at the lower of cost and net realisable value.
Stock donated for sale in the Hospice’s retail shops is valued at nil.
1.9 Operating leases
The Hospice has entered into various operating leases, the future financial
commitment to which is set out in note 15.
Rentals payable under these leases are charged on a straight-line basis over the
term of the lease.
1.10 Investments
Listed investments are included in the balance sheet at market value. Realised
gains and losses on disposals in the year and unrealised gains and losses on
investments at the balance sheet date are included in the consolidated statement
of financial activities. The movement in the valuation of investments during the
year is set out in note 9.

741
40
2013 2012
£ £
Turnover* 4,404,725 3,933,244
Less cost of operations (3,229,309) (3,229,309) (2,748,065) (2,748,065)
Gross contribution 1,175,416 1,185,179
Less shop development (132,523) (132,523) (239,517) (239,517)
Costs of generating funds - retail (3,361,832) (2,987,582)
Net contribution 1,042,893 945,662
*Turnover includes £1,240,380 (2012: £1,113,676) of donations and associated Gift Aid of £310,095 (2012: £278,419) from the retail Gift Aid scheme.
This scheme involves PAH Trading Limited selling goods on behalf of supporters (agency sales) in the Hospice’s retail shops and the supporters then
donating the proceeds of the agency sales to the Hospice under Gift Aid.
2 Retail shops results
3 Trading subsidiaries
The Hospice has three wholly owned subsidiaries which are incorporated in the UK for the purposes of generating income for the Hospice’s charitable purposes. All of
their taxable profits each year are transferred to the Hospice.
The specific activity of each of the trading subsidiaries is:
PAH Trading Limited – Sells new and promotional goods as well as receiving commission on goods sold on behalf of supporters in the retail shops (agency sales) and
lets the unutilised room capacity in the Education Centre at West End Lane, Esher, Surrey to external users;
PAH Lottery Limited – Operates lotteries;
PAH Catering Limited – Provides catering services, for the benefit of the Hospice and external users of the Education Centre.
Profit and loss accounts
PAH
Trading Ltd
PAH
Lottery Ltd
PAH
Catering Ltd
Total
2013
Total
2012
£ £ £ £ £
Turnover 275,076 346,504 33,745 655,325 662,067
Interest received - 102 - 102 123
Activities for generating funds - trading 275,076 346,606 33,745 655,427 662,190
Cost of sales (143,750) (87,642) (23,209) (254,601) (261,977)
Direct overheads (4,145) (37,579) (3,970) (45,694) (49,655)
Administration costs (11,360) (75,802) (2,358) (89,520) (54,905)
Costs of generating funds - trading (159,225) (201,023) (29,537) (389,815) (366,537)
Net profit 115,821 145,583 4,208 265,612 295,653
Amount covenanted to the Hospice (115,821) (145,583) (4,208) (265,612) (295,653)
Retained in subsidiary - - - - -
Previous year net profit (all covenanted to the Hospice) 95,226 196,854 3,573 295,653
Shareholder’s funds
PAH
Trading Ltd
PAH
Lottery Ltd
PAH
Catering Ltd
Total
2013
Total
2012
£ £ £ £ £
Share capital (issued) 100 1,000 1 1,101 1,101
Direct
costs
Support
costs
Total
2013
Total
2012
£ £ £ £
In-patient care 2,731,168 1,717,473 4,448,641 4,385,419
Community care 1,493,875 197,293 1,691,168 1,642,491
Day-patient care 384,379 169,321 553,700 531,094
Social and bereavement care 508,795 119,568 628,363 579,945
Education 416,250 249,544 665,794 578,784
Generating voluntary income 633,571 104,550 738,121 615,469
Direct cost of fundraising events 267,723 - 267,723 250,232
Retail shops 3,159,199 202,633 3,361,832 2,987,582
Governance 14,364 8,985 23,349 22,945
9,609,324 2,769,367 12,378,691 11,593,961
Trading subsidiaries 389,815 - 389,815 366,537
9,999,139 2,769,367 12,768,506 11,960,498
Group
2013 2012
£ £
Auditor’s remuneration - audit work 14,364 13,546
- non-audit work 3,660 3,060
Operating lease rentals:
For charitable activities:
equipment 12,950 12,950
For generating funds:
leasehold retail shops 815,348 814,713
Depreciation of owned assets 527,989 534,055
The above figures include:
4 Total resources expended
The designated funds are made up of the following:
The Fixed Asset Equalisation Fund represents the net book value of tangible fixed assets used for charitable purposes.
This assists in identifying funds which are not free for the trustees to use. The transfer of £14,250 out to unrestricted funds represents the difference between net
capital expenditure and depreciation.
The Running Costs Reserve has been set up by the trustees in recognition of the need for adequate readily realisable resources to meet future charitable expenditure
in the event of a significant short-term drop in income and the trustees are targeting a level of 9 months +/- 3 months budgeted charitable expenditure. A transfer
of £84,909 has been made from unresricted funds to bring the balance on this fund at the year end to 9 months (2012:9) of the Hospice’s budgeted charitable
expenditure for 2013/14.
The Freehold Building Replacement Fund is designed to build up sufficient funds to cover reconstruction the next time that replacing our existing building becomes
necessary. Trustees have made a transfer into this reserve in those years when they feel that there are sufficient unrestricted reserves, with the objective of
reserving sufficient over a 25 year period from 2006 to cover the re-building cost, as and when this occurs. The trustees have determined that there are insufficient
unrestricted reserves at the balance sheet date to make any transfer into the Freehold Building Replacement Fund for this year.
Group and Hospice
Balance
2012
Transfers Balance
2013
£ £ £
Fixed Asset Equalisation Fund 7,127,860 (14,250) 7,113,610
Running Costs Reserve 6,297,408 84,909 6,382,317
Freehold Building Replacement Fund 800,162 - 800,162
14,225,430 70,659 14,296,089
5 Designated funds

743
42
Group and Hospice
Balance
2012
Income Expenditure Balance
2013
£ £ £ £
Ward equipment fund 16,247 14,770 - 31,017
Spa baths 5,229 - (5,229) -
8 to 8 night nursing service - 47,650 (47,650) -
Development of e-learning - 10,000 (6,222) 3,778
Other funds 20,649 7,576 (17,847) 10,378
42,125 79,996 (76,948) 45,173
The policy of the trustees is to treat donations given for specific purposes as restricted funds until properly expended.
The funds shown are those which were directed by donors to be used for specific purposes and are unexpended as at 31 March 2013. These funds will be used in
accordance with the directions of the donors in a subsequent accounting period.
The Edwin Stevens fund relates to a permanent capital contribution received on establishment of the Hospice.
The D.J. Squires “Love of Roses” fund was established in 1996, the income from which is to be used for the research and advance of palliative care.
The June Daphne Allen fund was created by the conditions of a legacy received in July 2001, the income from which is to be used for the general purposes of the Hospice.
All income arising from these funds was expended during the year.
8 Tangible fixed assets - group and Hospice
Freehold
land
Freehold
buildings
Leasehold
buildings
Furniture,
equipment
and vehicles
Total
2013
£ £ £ £
Cost or valuation
At 1 April 2012 71,586 9,592,606 65,723 1,120,238 10,850,153
Purchases - 319,124 - 194,615 513,739
At 31 March 2013 71,586 9,911,730 65,723 1,314,853 11,363,892
Depreciation
At 1 April 2012 - 2,965,437 59,434 697,422 3,722,293
Charge for year - 384,107 1,245 142,637 527,989
At 31 March 2013 - 3,349,544 60,679 840,059 4,250,282
Net book value
At 31 March 2013 71,586 6,562,186 5,044 474,794 7,113,610
At 31 March 2012 71,586 6,627,169 6,289 422,816 7,127,860
6 Restricted funds
Group and Hospice
Balance
2012 Income Expenditure
Balance
2013
£ £ £ £
The Edwin Stevens fund 40,000 764 (764) 40,000
The D.J. Squires “Love of Roses” fund 20,000 382 (382) 20,000
The June Daphne Allen fund 845,041 16,140 (16,140) 845,041
905,041 17,286 (17,286) 905,041
7 Endowment funds
Movement in resources
2013
Marketable
Trading
Subsidiaries
(See note 3)
Total
2013
2012
Marketable
£ £ £ £
Market value at 1 April 6,487,223 1,101 6,488,324 6,567,750
Additions at cost 501,043 - 501,043 1,072,797
Disposals at market value (949,464) - (949,464) (1,004,537)
Net gain (loss) on revaluation/disposal 321,767 - 321,767 (148,787)
Market value at 31 March 6,360,569 1,101 6,361,670 6,487,223
Cost at 31 March 5,998,538 1,101 5,999,639 6,371,036
Marketable investments comprise:
Total
2013
Total
2012
£ £
Equities 2,342,269 1,870,722
Fixed income 662,370 665,518
Alternatives (hedge funds, property,
commodities etc.) 678,439 711,596
Short term deposits and cash 2,677,491 3,239,387
6,360,569 6,487,223
9 Investments
Group
2013 2012
£ £
Stock of promotional and new goods 31,886 29,515
10 Stock
All stock is held by PAH Trading Limited.
Group Hospice
2013 2012 2013 2012
£ £ £ £
Operating debtors 45,675 110,045 40,815 88,537
Accrued legacy income 1,034,628 689,122 1,034,628 689,112
Gift Aid recoverable - donations 94,193 329,223 94,193 329,223
Gift Aid recoverable - retail 126,112 224,023 126,112 224,023
Retail rents prepaid 228,920 203,294 228,920 203,294
Other debtors and prepayments 401,371 172,079 354,777 154,382
Amounts due from subsidiaries - - 293,926 310,877
1,930,899 1,727,776 2,173,371 1,999,448
11 Debtors
Group Hospice
2013 2012 2013 2012
£ £ £ £
Taxation and social security costs 185,282 177,452 185,282 177,452
Operating creditors 164,358 393,553 164,358 393,553
NHS grants paid in advance - 528,027 - 528,027
Other creditors and accruals 441,880 531,520 345,762 449,217
791,520 1,630,552 695,402 1,548,249
12 Creditors -
amounts falling due within one year

pah_trustees_annual_report

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